1.1 Is a methodology that fills the
innovation activities with a
human-centered design ethos.
1.2 Innovation is powered by a thorough understanding,
through direct observation, of what people want and
need in their lives and what they like or dislike
about the way particular products are made,
packaged, marketed, sold, and supported.
1.3 It is a discipline that uses the designer’s sensibility and
methods to match people’s needs with what is technologically
feasible and what a viable business strategy can convert into
customer value and market opportunity.
1.4 It has much to offer a business world in which most
management ideas and best practices are freely
available to be copied and exploited.
2 A DESIGN THINKER’S PERSONALITY
2.1 many people outside professional design have a
natural aptitude for design thinking, which the right
development and experiences can unlock.
220.127.116.11 They can imagine the world from multiple
18.104.22.168 By taking a “people first” approach, design thinkers can
imagine solutions that are inherently desirable and
meet explicit or latent needs.
22.214.171.124 They notice things that others do not and use their
insights to inspire innovation
126.96.36.199 Are analytical processes and also exhibit the ability to see
all of the salient aspects of a confounding problem
188.8.131.52 Create novel solutions that go beyond and
dramatically improve on existing alternatives.
184.108.40.206 They assume that no matter how challenging the constraints of
a given problem, at least one potential solution is better than the
220.127.116.11 Significant innovations don’t come from incremental tweaks. Design
thinkers pose questions and explore constraints in creative ways
that proceed in entirely new directions.
18.104.22.168 The best design thinkers don’t simply work alongside other
disciplines; many of them have significant experience in more
22.214.171.124 The increasing complexity of products, services, and experiences has replaced
the myth of the lone creative genius with the reality of the enthusiastic
3 DESIGN PROCESS
3.1 The spaces demarcate different sorts of
related activities that together form the
continuum of innovation.
3.2 Design projects must ultimately
pass through three spaces
126.96.36.199 for the circumstances (be they a problem, an
opportunity, or both) that motivate the search for
188.8.131.52 for the process of generating, developing, and testing
ideas that may lead to solutions
184.108.40.206 for the charting of a path to market.
3.3 Projects will loop back through these spaces more
than once as ideas are refined and new directions
4 HOW TO MAKE DESIGN THINKING PART
OF THE INNOVATION DRILL
4.1 BEGIN AT THE BEGINNING.
4.1.1 Involve design thinkers at the very
start of the innovation process, before
any direction has been set.
4.1.2 Involve design thinkers at the very start of the
innovation process, before any direction has
4.2 TAKE A HUMAN-CENTERED APPROACH.
4.2.1 Along with business and technology considerations,
innovation should factor in human behavior, needs, and
4.2.2 Human-centered when it includes research based on
direct observation – will capture unexpected insights
and produce innovation that more precisely reflects
what consumers want.
4.3 TRY EARLY AND OFTEN.
4.3.1 Create an expectation of rapid
experimentation and prototyping.
4.3.2 Measure progress with a metric such as average time to
first prototype or number of consumers exposed to
prototypes during the life of a program.
4.4 SEEK OUTSIDE HELP.
4.4.1 Expand the innovation ecosystem by looking
for opportunities to co-create with
customers and consumers.
4.5 BLEND BIG AND SMALL PROJECTS.
4.5.1 Manage a portfolio of innovation that
stretches from shorter-term incremental
ideas to longer-term revolutionary ones.
4.5.2 Expect business units to drive and fund
incremental innovation, but be willing
to initiate revolutionary innovation
from the top.
4.6 BUDGET TO THE PACE OF INNOVATION.
4.6.1 Design thinking happens quickly, yet the route
to market can be unpredictable.
4.6.2 Be prepared to rethink your funding approach
as projects proceed and teams learn more
4.7 FIND TALENT ANY WAY YOU CAN.
4.7.1 People with more-conventional design
backgrounds can push solutions far beyond
4.7.2 You may even be able to train nondesigners
with the right attributes to excel in
4.8 DESIGN FOR THE CYCLE.
4.8.1 But Design projects may take longer than that to get from day
one through implementation.
4.8.2 Plan assignments so that design thinkers go from inspiration to
ideation to implementation.
4.8.3 Experiencing the full cycle builds better judgment and creates
great long-term benefits for the organization.